Hu Hairong’s entrepreneurial experience

The charm of a brand lies in its radiation, influence and appeal to the market. In the same place, the same business is done in the same way, and different people serve the public with different brands, and the results are often very different. Honor people carefully cultivated and operated the "Honor" hotel brand by restarting a hotel that others had closed down. In a not too long period of three years, they expanded in Quanzhou Bay at an almost geometric rate. What kind of people are they? What kind of charm does the brand have? This has a lot to do with a man with great personality who strives to be the best in everything he does. This man is Hu Hairong, one of the "Iron Triangle" of Hu's entrepreneurship.

When the Honor Man was preparing to open a four-star hotel at the current site of the Shishi Honor Hotel, many friends gave Hu Lianrong and his brothers advice: It is difficult to do business in this place. Never throw money into the water. Brother Hu Lianrong does not believe in evil. They believe that if they want to do something, they must make a brand, and if they want to do something, they must make a good and well-known brand. Hu Hairong, who either doesn't do anything or does it best, has become the person responsible for building the "Honor" hotel industry brand starting from this hotel.

Do your best if you want to do it

Hu Hairong has too many enviable personal resources, such as a well-proportioned and strong figure, a confident smile, vigorous and resolute approach to work, and a pleasant manner towards others. Coupled with his martial arts skills and prosperous career, these achievements were achieved through years of hard work. Anyone who is familiar with the three Hu brothers will not be able to help but express a knowing admiration: The three brothers are so similar, not only in appearance, but also in personality: rigorous in doing things, pursuing perseverance, and doing the best in everything they do. . And this point, in Hu Hairong's case, is particularly characteristic: whether it is for fun or for business, as long as you set your goal, you will be more serious than ordinary people, and you must achieve it. He does not believe in fate, but in habits. His personal motto is: A good fate is not as good as a good habit.

Once upon a time, when Hu Hairong first entered the Shishi entertainment industry as a light adjuster and sound engineer, he began to carefully observe and study the prosperity and development of the Shishi entertainment market after knowing the stage lighting and sound well. Subtle patterns. It was discovered that in order for an entertainment city to prosper, it must first have its own characteristics, and secondly, it must convince people with morality and fully mobilize the enthusiasm of all employees. By purchasing and reading relevant management books, he learned that the former is actually differentiated competition in the market. Using one's own characteristics and advantages to capture territory in the market is often invincible; while the latter is humanized management, changing what I want to do into what I want. Dry. This young man with great insight was quickly appreciated by the owner of the entertainment city, who promoted him to the position of KTV manager.

In order to make the entertainment city unique, inspired by the movie "The Gambler", he began to practice shaking dice. Whenever he had free time, he would shake the dice over and over again until it made a loud noise. Colleagues were surprised by his obsession to the point of being almost crazy. He first practiced shaking up five dice so that they formed a straight line, and then practiced setting up ten dice into two straight lines. In this way, from fifteen to twenty, he finally mastered a skill. The unique skill of shaking dice. This unique skill attracted a steady stream of customers to the entertainment city, and even made a group of Filipino customers linger and praise them after seeing it. A month after returning to China, they brought another group of people, especially the photographers. If you look carefully at the elephant machine, you should take it back to see it.

People in the entertainment industry are generally night owls. Working at night and sleeping during the day, people in the entertainment industry generally feel sleep-deprived. This may be why it is easy for people in the entertainment industry to gain weight. To pursue a successful career, without a good body, there is no foundation. Hu Hairong has set a "rule" for himself that he must get up at eight o'clock in the morning to exercise. This makes him get off work at one o'clock in the morning and can only sleep for five or six hours. . In the morning light every day, he practices running and Sanda.

At first, it was really hard to persevere, but every time he consciously wanted to stay in bed, he said to himself: If you give up so easily, what else can you accomplish? In this way, he just made himself develop the habit of getting up at eight o'clock every day to exercise, and the "by-product" of building a strong body made people look at him with admiration. His Sanda scores skyrocketed. He not only practiced by himself, but also started martial arts. Museum, guide students. In January 1996, he led his students to participate in the Sanda Arena in Guangzhou. Not only did he win the team runner-up, he also won the 65kg Sanda championship. Returning to Shishi, he was awarded the title of "Best Athlete" by Shishi City.

With a persistent character in life and career, Hu Hairong showed another kind of style as a real man.

Everyone is a brand

In Hu Hairong’s view, a brand cannot be determined by the decisions of a few senior managers, but must be the collective participation and participation of all employees of the company. It can only be achieved through collective efforts. He said that under the banner of "honor", every employee must become a brand of honor.

As the ancients said, everyone in the world is a brother. This theory of pan-kinship has become the most valuable tool for many people with lofty ideals in ancient times to conquer the world. Today, Honor people apply it in corporate management, forming the unique charm of the Honor brand. All employees who work in Honor are brothers, and all people who come to Honor are brothers. If we are brothers, we have honor together; if we are brothers, of course we have the responsibility for honor.

Shortly after the opening of Honor Hotel, Hu Hairong theoretically and systematically explained the specific connotation of the Honor brand, including systems, service standards and service quality requirements. He organized his employees to compile a book including management systems, various Management manual containing job responsibilities, inspection and evaluation standards, contract templates, management methods, etc. And efforts have been made to establish an internal information technology platform for resource sharing, so that the customer resources of various hotel chains can be exchanged with each other, and the innovative dishes and technologies can be exchanged with each other. Through the sharing of information on this platform, the Honor Group has been realized. The group purchasing of each chain store effectively reduces operating costs and provides information and cost support for its "high-star service and popular consumption".

Hu Hairong knows very well that a brand enterprise must have the enthusiasm and ability to continuously make progress and innovate, and this enthusiasm and ability have always belonged to a learning organization with a strong desire for knowledge. At Honor, whether coming in or going out, all employees have the opportunity to receive training and learning at various levels every month. In addition to regular training, they invest heavily every year to invite celebrities from well-known training institutions to the hotel to recharge their employees. For example, Professor Li Yi, former deputy secretary-general of the China Hotel Association of the National Tourism Administration, professor of the Personnel Training Department of the National Tourism Administration, Hong Kong "Fire Phoenix" training institution, Chen Anzhi training institution, etc. have all taught for honorary persons. The group's senior leaders also regularly take managers to Beijing, Hong Kong, Shanghai, Guangzhou, Shenzhen, Nanjing and other places to participate in various types of training and learning, listening to and absorbing the experience and essence of world-class management masters. At the same time, Hu Hairong adopted a joint school-running approach to strengthen cooperation with vocational schools, colleges and universities, labor bureaus and other institutions, and jointly ran schools with local colleges and technical secondary schools or independently ran hotel professional training schools in Jiangxi, Fujian, Henan and other places, establishing a group The human resources reserve base cultivates compound talents and forms a hierarchical structure and systematization of the group's talents.

To implement the norms in books and the systems on the wall into quality and benefits that customers can actually enjoy, employees at all levels are the key. With his persistence and seriousness in learning dice and practicing Sanda, Hu Hairong led a group of brothers with the purpose of building a brand, starting from the most basic positions such as doorman, receptionist, banquet hall waiter, kitchen Start with the service details of the side dishes. His core management values ??are: every position is important and everyone is a brand.

The first is walking management. In accordance with the requirements of the honorary brand, Hu Hairong started from himself. From his clothing, words and deeds, behavior to the procedures for receiving customers, he meticulously set an example by himself. His strong physique strongly supports his walking management starting from himself.

Every day, he keeps wandering upstairs and downstairs. On the one hand, he exchanges feelings and work experience with the employees. On the other hand, more importantly, he focuses on the requirements of the honorary brand and does not miss any detail, even the doorman's care for the customers. He also gently reminds whether a smile is sincere and pays attention to details. When necessary, he will also set an example for employees. On the basis of promoting mobile management at all levels, he takes "every position is important and everyone is a brand" as the core requirement, and strengthens job training and strengthens the job brand of employees through various methods such as inviting in and going out. Awareness and brand code of conduct.

Under his strict requirements, Honor's employees have won praise from customers for their harmonious, kind, standardized and meticulous services. Once, when reporter Xie from "China Textile Information Weekly" came to Shishi for an interview, he fell ill while staying at the Honor Hotel and had to go to the hospital for an intravenous drip. When he came into the view of the hotel room attendant with an intravenous drip bottle in one hand, a waiter immediately greeted him. He stepped forward to take the intravenous drip bottle, sent him to the room, poured him boiling water and helped him take medicine. After the IV drip, reporter Xie fell asleep peacefully. When he woke up, he found a basket of fruit on the table, and the waiter who was looking after him was still by his side. Seeing that he was awake, he immediately came over to help him peel the apples and deliver them to him. Reporter Xie stayed at Honor for 4 days and had injections for three days. The waitress took good care of her and asked her questions. After recovering from his illness, Reporter Xie was in a hurry to return to Beijing. Before leaving, he wanted to leave two boxes of tea given to him by his Shishi friends to the waiter. The waiter politely declined and quickly disappeared among the waiters coming and going in the hotel. middle. Reporter Xie regretted afterwards that he never asked the waiter's name.